A social exchange theory and knowledge management perspective of green innovative behavior

Purpose Drawing on social exchange theory and a knowledge management perspective, this study aims to examine whether green leadership fosters green innovative behavior through environmental commitment and green knowledge-sharing behavior. The study also tests whether job autonomy conditions this serial mediation process. Design/methodology/approach This study employed a quantitative research design, collecting survey data from 384 Generation Z employees in hospitality organizations. The data were analyzed using partial least squares structural equation modeling. Findings Green leadership did not exert a significant direct effect on green innovative behavior, rather, its influence operated through green knowledge-sharing behavior and through the serial path from environmental commitment to green knowledge-sharing behavior. Job autonomy did not strengthen the direct relationship, yet it strengthened the indirect process, indicating a bounded but meaningful contingency role. Originality/value This study contributes to research on sustainability and knowledge management by showing that green leadership matters for green innovative behavior when it functions as a knowledge-enabling governance mechanism rather than as a direct innovation trigger. Specifically, the study clarifies how environmental commitment and green knowledge-sharing behavior convert leadership signals into green innovative behavior.